Chemical Parks in Hessen - Technologieland Hessen · Hessen –Hessen has also been known as the...

Hessian Ministry of Economics, Transport and Regional Development

www.hessen-biotech.de

Chemical Parks in HessenProfessional Sites and Services for Pharma, Biotech and Chemistry in Central Europe

Hessen Biotech

Hessen – there’s no way around us.

Imprint

Publisher:Hessian Ministry of Economics, Transport and Regional Development

Project Management:Hessen-BiotechDr. Detlef TerzenbachHA Hessen Agentur GmbHAbraham-Lincoln-Straße 38–42D-65189 WiesbadenT: +49 611 7748-613F: +49 611 [email protected]

Editorial OfficeGenius GmbH Darmstadt

LayoutWerbeAtelier Theißen, Lohfelden

PrintWerbedruck Schreckhase, Spangenberg

Photographs committed by: AllessaChemie GmbH (page 23)AMGEN GmbH (cover)Beos GmbH (pages 17, 25)Evonik Degussa (page 25)Infraserv Höchst (pages 11, 13, 29, cover)Infraserv Wiesbaden (pages 6, 27)Infrasite Griesheim GmbH (page 31)Industriepark Wolfgang (pages 19, 33)Morphisto (pages 15, 16)Pharmaserv Marburg (page 35, cover)Sanofi-Aventis (cover)

2010

1

Content

Preamble ....................................................................................................................................... 2

Company Location in an Industrial Park ........................................................................ 3

Investments in facilities and utilities maximize failure safety .............................. 6

Plant Downtime .......................................................................................................................... 8

“Site. Fitness.” ........................................................................................................................... 11

Professionals ............................................................................................................................. 13

Maximum support in settlement project .................................................................... 15

Dealing with Regulatory Requirements and Public Authorities ...................... 17

Local know-how fuels basic research ........................................................................... 19

Company Profiles ................................................................................................................... 21

AllessaChemie GmbH, Frankfurt-Fechenheim and Offenbach ............................................. 22

Campus Oberhafen, Frankfurt .................................................................................................. 24

Kalle-Albert industrial park, Wiesbaden .................................................................................. 26

Industrial Park Höchst ................................................................................................................ 28

Industrial Park Griesheim, Frankfurt ......................................................................................... 30

Wolfgang Industrial Park, Hanau .............................................................................................. 32

Behringwerke Marburg ............................................................................................................. 34

Publication Series Hessen-Biotech ................................................................................ 36

2

“Hessen – there’s no way around us”, this slogan fitsperfectly the chemical, biotechnological and phar-maceutical industries, especially when companiesare looking for new, suitable locations for labora-tory or plant sites. Not only do all major transporta-tion connections and hubs cut across or reside inHessen – Hessen has also been known as the“world’s pharmacy” for decades.

Within Hessen’s chemical, pharmaceutical and –nowadays – biotechnological industry, traditionand modernity complement each other in a perfectway. The chemical and pharmaceutical history ofthe federal state dates back to 1668, when today’sglobal corporation Merck KGaA was founded.Other examples of success stories “made in Hes-sen” were the “Behringwerke Marburg” founded in 1904 or the former Hoechst AG, which is nowmerged into the sanofi-aventis group.

Today, the chemical and pharmaceutical industryforms one of the leading economic sectors in Hes-sen, occupying more than 59,000 employees andyielding a turnover of more than 20 billion eurowith an export share of 62 percent. In recent years,the young and dynamic biotechnology sector hasbecome an especially important driving force forthe success of the Hessian chemical and pharma-ceutical industry.

Linked to development and diversification of thechemical and pharmaceutical sector, reliable andstate-of-the-art infrastructures for business andproduction have emerged. Chemical parks areavailable for industrial settlement nowadays wher-ever big traditional chemical factory sites were located. Today, with Frankfurt as centre, altogethereight of these specialised areas exist in Hessen, lo-cated in the triangle between Marburg, Wiesbadenand Hanau.

Each of those chemical parks provides outstandingaccess to engineering and scientific know-how often universities and an excellent transportation in-frastructure. According to the broad range of cus-tomers, each site shows a unique profile. All ofthem are run by professional operating companies,supporting their tenants before, during and afterthe settlement.

So, whether you are looking for a new, suitable lo-cation for your existing chemical or pharmaceuticalbusiness or if you just start your own business, justremember: “Hessen – there’s no way around us!”

Dieter Posch

Hessian Minister for

Economics, Transport and

Regional Development

Dear reader,

Dieter Posch

Hessian Minister for Economics,

Transport and Regional Development

3

Reasons that may give a chemical or biotechnologicalcompany the need to relocate include the extensionof technological capacities, entry in new markets, ashift within the value chain or even the foundation ofa new company. The planning of a new location canbe supported by several instruments such as location-benefit-analysis or break-even-analysis. In commonpractice, such instruments are used to quantify andqualify arguments for different locations. Lookingback about ten years, most chemical or biotechnolog-ical companies had only few opportunities, since theyused their sites for research and development as wellas for production and logistics. Since more competi-tive chemical industrial parks have come into exis-tence, chemical and biotechnological companies candecide between a location based on a greenfield-approach site or locations within an industrial and /orchemical park.

Using the instruments mentioned above, chemicalparks have notable benefits against greenfield set-tlement. Those benefits depend on the frameworkof the overall decision to relocate, as well as on thesingle criteria consulted for location choice. Withinthe framework conditions, one will find the purposeof the enterprise, the results of the normative strat-egy based on the location portfolio, the size of sup-ply and sales market, eventually static topologicalstructure of a supply-chain-network and the influ-ence of environmental and waste management ob-ligations. The following main criteria will be used toevaluate any location alternative based on theseframework conditions:

a Local infrastructure:availability of facilities and utilities such buildings in general and for special purposessuch as laboratory work, housing, social environment or health care

a Know-how:educational and research institutions, research and development networks, availability of skilled staff, wage level

a Logistics:road and rail network, airports and waterways as well as hubs

a Economical and political environment:subsidies and exchange rates

a Costs: operation costs and transportation expenses

a Supply and disposal:availability of raw materials and supplies, waste water and waste management

a Supply chain management:proximity of time and place to sourcing and sales partners.

All of these criteria can only be used when an ab-solute measure can be defined and quantification of the criteria is possible. This is quite easy in the context of costs or time measures. In other casesqualitative criteria must be objectified by subjectiveestimation.

Within the value chain of chemical and biotechno-logical industry the criteria used might be weighteddifferently. For a mass production or processingchemical company, the criteria of raw materials andsupplies may be more crucial than the innovative environment of a top-quality laboratory research anddevelopment surrounding. This is the reason whyone has to determine the critical success factors forthe enterprise, its main business and the individuallocation respectively and carefully.

As mentioned above, the critical success factors willbe raw materials and supplies as well as plant inten-sity within the main businesses of petro chemistry,mass plastics and basic chemicals for example. Forpolymers and specialty chemicals, the customerproximity and services as well as raw material costsmay occur as key factors. High-tech chemistry suchas agro-chemistry, biotechnology and pharmaceuti-cals depend on innovative potential and marketingexpertise. Any of those critical success factors can berecovered as evaluation criteria for location plan-ning. However, intermediates such as quasi-com-modities also combine different prosperity factors.For the operators of industrial chemical parks andsites, corporate success depends mainly on factorsthat include customer confidence gained by serv-ices, proximity and reliability and must be consid-ered within the corporate strategy.

Pertaining to different studies, the following locationfactors are of particular importance for biotechno-logical companies:

Company Location in an Industrial Park – a good choice

4

a Accessible human resources, especially graduates from universities and polytechnics as well as other professionals; a common level of education.

a Interesting business networks, benefits from agglomeration of similar businesses and suitable academia and science.

a Availability and pricing of industrial space including storage and logistics as well as laboratories and incubators.

a The traffic connections of the region.a Accessibility of venture and share capital.

Cultural and recreation offers, accompanied by fi-nancial incentives for formation or settlement ofcompanies, also may be factors considered.

According to our experience, the key factors for lo-cation planning of a basic chemicals company willbe the productive surrounding and the costs derivedthereof for supply of raw materials and intermediateproducts. Other crucial factors in descending orderof interest may be the proximity in space to a poten-tial sales market, accessibility of human resources,special services supply (such as water, steam …),waste management, technical services and logistics.

In principle, any chemical or biotechnological com-pany has the alternatives of a solitary settlement “inthe greenfield”, such as in an industrial area, or of settlement within a clustered location such as a tech-nology or chemical park. In comparison to chemicalparks, technology parks will be less restrictively sep-arated from their environment and will have fewer ca-pacities in the supply, disposal and logistics fields. Forchemical companies, these alternatives only occur ifthey obtain legal permissions to produce potentiallyhazardous materials in the special industrial area.

Best practice – two companies, three possible locations

Comparing a basic chemical and a biotechnologicalcompany three location alternatives can be set up.

First is a solitary plant, which is totally free with re-gard to planning. Secondly, a technological or chem-ical park will be considered with different settlementzones from basic chemistry through Pharma, re-search and development and logistics. Third alterna-tive will be a main user location with a clear focus atone aspect of the value chain such petro- or specialtychemistry or Pharma.

As outlined above, the critical success criteria for abiotechnological company will be human resour ces,infrastructure, good travel connections, networkingopportunities and the image of the region. The keyfactors for a basic-chemicals enterprise were set inaccordance to the argumentation above with regardto raw materials and supplies, production clustering,qualified professionals, services offered and trafficconnections. The evaluation of the three location alternatives is shown in image 2:

petrochemistry

basic chemistry / mass plastics

polymers

specialty chemistry

agrochemistry

pharma/biotech

critical successfactor „costs“:raw materials,

supplies and facilities

critical successfactor „innovation“:R&D and Marketing critical success

factor „trust“: customer services and reliability

site operators und managers

chemical industries

© CMC² GmbH, Frankfurt am Main

5

The comparison of the three different scenarios showsclear advantages for existing zone or main user sites:

The main advantages of the settling of a biotechno-logical company will be the infrastructure and sur-roundings for innovative research and development.All major chemical parks provide free scalable labo-ratory area, including range of facility managementservices. In almost all cases, existing industrial parksare conveniently placed with regard to transport fa-cilities. That means that an optimum can be reachedfor any logistics-based processes. The variety ofthose processes may range from small-lot shippingto mail, courier and expedited services and furtherincluding highly sophisticated distribution of prod-ucts by train or air cargo.

Settling of a chemical company is based to a highextend onto the value chain needed. In most cases,the settlement decision comes down to productionclustering that originates with the site’s main users.The more a chemical company’s orientation withinthe value chain is placed, for example, in the mineraloil and natural gas sector (in the case of an orienta-tion towards mass plastics or petrochemicals), themore necessary a local cracker or chlorine produc-tion will become. These dependencies and the usuallengthiness of legal permissions will render a settle-ment “out in the green” nearly impossible. Furtherservices needed may be provided by an operator ofa chemical park on customer’s demand on a modu-lar basis. Especially for foreign companies about tosettle there, such operators provide major supportin legal and regulatory affairs as well as recruitmentprocesses. A detailed review of these critical successfactors allows acknowledgment whether settlingwithin a zone of a zone site or within a main user siteis the proper decision.

The “community concept” of a technological orchemical park as settlement location for a companyprovides major advantages in general. Within thecommunity of companies associated at the samesite, material and information flow can be connectedand synergistic effects by using common facilitiesand resources can be reached. This depends on theoperating companies of technological or chemicalpark sites to position themselves at the location-seeking companies by choice of a professional loca-tion and facility management.

About the Author

Dr. Carsten Suntrop is executing partner ofCMC² GmbH (Consultingfor Managers in ChemicalIndustries) in Frankfurtand holds a chair for cor-porate development and

organisational performance at the EuropeanUniversity of Applied Sciences Brühl, nearCologne.

Contact

Prof. Dr. Carsten SuntropCMC² GmbH – Consulting for Managers in Chemical IndustriesZiegelhüttenweg 54D-60598 Frankfurt am MainT: +49 69 69535-735, F: [email protected]

solitary settling zone site main user site

human resources

infrastructure

traffic connections

networking

image of the region

Bio

tech

raw materials

production clustering

professionals

services

traffic connectionsbas

ic c

hem

istr

y

© C

MC

² G

mb

H, F

rank

furt

am

Mai

n

company criteria for location

location alternatives

Investments in facilities and utilities maximize failure safety

6

Great efforts are currently being made in enhancingcost-efficiency of production processes. In this con-text, production failures are quite seldom discussedas a reason for high production costs. “Productionsafety as long as it depends on our facilities like en-ergy supply and waste water disposal is no issue forour customers – but it is a great issue for us!” statesMichael Behling from InfraServ Wiesbaden. InfraServWiesbaden runs the Kalle-Albert Industrial Park asoperating company and owner of the area, energysupply and waste management. “It’s our daily busi-ness to provide the functional, cost-effective infra-structure solutions to keep the production processesof our customers running.” What are the suppliesand services usually provided by the operator of anindustrial park – and how do they affect the maxi-mum failure safety needed?

Standard services – must-haves with little effect on failure safety

Traffic connections, warehousing and logistics as wellas telecommunication usually have little effect onproduction failure. Any industrial park or site has tobe accessible by road, train or plane – for visitors,customers and especially for incoming raw materialand outgoing products. The traffic connections andwarehousing and logistics facilities have great effectson the decision of where to settle or whether to re-locate, but have little effect on actual productionprocesses. Material flow must be maintained bytransport in the same manner in which informationflow must be provided by an IT-system.

Additional services such as access control or an on-site fire department are usually requested during theregulatory processes of a production plant. The siteoperators provide these services to any customer atthe chemical park and thus obtain security againstunauthorised access, which may act more towardsprevention of industrial spying than against acts ofsabotage. For this reason, the effect on productionfailure safety is rather low. Local on-site fire depart-ments have a greater effect – in the case of technicalassistance or of serious incidents such as fires. Theirefficiency might have positive effects on production-plant downtimes not only for the facility hit by an incident but also in the necessary idle periods of fol-low-up in other areas of the chemical site. However,the probability of such events is low, as is the effecton production failure safety.

Engineering and maintenance have more impact on continuous production

A much greater effect can be determined for energysupply as well as for engineering and maintenancerepairs. At first, both are more or less cost factorsduring continuous production. However, standingmaintenance especially keeps facilities in perfectworking order and minimizes downtimes due to ma-chine failure. Furthermore, continuous maintenancecan be a welcome occasion to reduce energy costs,for example by replacing older pumps with energy-saving models within the production systems. For theoperator of an industrial site, different energy con-sumption studies predict a savings potential of morethan 50 percent by equipping the local heating sys-tem within the facilities with pumps of the newest,energy-saving generation. Investment return is com-pleted in the short term and, of course, such invest-ments also raise failure safety.

7

Investments in environmental protectionmeasures gain a maximum of failure safety

In our opinion, the most interesting and efficient serv-ice for maintenance of maximum failure safety can beprovided from the field of waste and waste watermanagement or the whole field of environmentalprotection measures such as emission control.

Germany is one of the worldwide leading countriesin the reduction of environmental risks. This has greatinfluence on the legislative processes in the Euro-pean Union as well as in the German Federal Statessuch as Hessen. As early as during the corporate set-tlement process, a company may have to address forthe first time different legal and regulatory statutes inthe field of environmental protection. Furthermore,these regulations must be maintained throughout allproduction processes with regard to effects of emis-sion control rules for exhaust air as well as waste dis-posal or waste water treatment. Violations of environ-mental protection rules usually have two conse-quences in common: heavy punitive damages andthe costs of environmental restoration, since EU lawcommits a company to unlimited liability to any envi-ronmental damages caused by their productionprocesses. Furthermore – in major cases – an imme-diate halt of production processes can be compelledto prevent further damages. With such potential con-sequences in mind, it is advisable for the companiesin a chemical park as well as the site operator to putgreat efforts into environmental protection.

Large investments in environmental protec-tion – a benefit for all resident companies

As operator of the Kalle-Albert industrial park, Infra-Serv Wiesbaden accepted the challenge of large in-vestments in the environmental sector. The rebuiltsewage plant on the Rhine Island “Petersaue” nowa-days is one of the greatest industrial sewage worksthroughout Europe. The capacity approaches that ofthe waste-water management of a major city with apopulation of about 1.2 million. Reconstruction andexpansion costs were approximately 26 million eurowithin the last four years, with an exhaust air cleaningsystem as last step in 2009.

Within the eight treatment stages, the latest waste-water treatment processes were implemented. Atone treatment stage, the waste-water contents areconverted to sewage gas by anaerobic bacteria,which is forwarded to the InfraServ power plant andused as fuel for steam and energy production. Thus,every six hours the sewage plant produces the yearlyenergy requirement of a single-family home. Beforethe cleared sewage is passed into the Rhine Riverafter 36 hours, other stages such as aerobics andsewage sludge removal are passed. To avoid odouremission, all cleaning stages are covered and any ex-haust air is cleaned by a regenerative thermal oxida-tion system at about 850 °C. The state-of-the-art sys-tem minimizes energy dissipation by heat exchang-ers that preheat the raw gases.

A complex project management had to be estab-lished for this reconstruction and expansion project,since all work had to be done during normal opera-tion of the sewage plant. The successful conclusionof the project marks another great step into best en-vironmental protection at the Kalle-Albert chemicalsite and provides an increase of production failuresafety for all companies located there.

About the Author

Michael Behling is member of the boardand head of the businesssegment real estate andenvironmental care of InfraServ Wiesbaden.

ContactDipl.-Ing. Michael BehlingInfraSerV GmbH & Co Wiesbaden KGRheingaustraße 190–196D-65174 WiesbadenF: +49 611 [email protected]

Plant Downtime – intelligently planned and implemented, a sustainable benefit for the operator

8

Particularly in the field of pharmaceutical processplants, currently applicable regulations such as stan-dards, directives, rules, laws and provisions repre-sent an increasing challenge not only for mainte-nance planning but also for production control.Downtime management is becoming a core topic. Inthis respect, it is no longer just maintenance meas-ures according to DIN 31051 that need to be takeninto consideration. A whole host of other measuresmust be implemented either at set intervals or con-dition-based so that it is possible to continue oper-ating plants in compliance with cGMP and the law.As a result, interests of production and plant opera-tors very frequently clash with the guidelines of dif-ferent technical departments such as engineering,occupational safety, quality assurance or validation.In the following, a number of optimisation approach -es will be shown that will enable, on the one hand,the implementation of all necessary measures in acost-efficient way while ensuring high quality and, onthe other hand, the reduction of downtime to a min-imum during the production process.

During the operation phase, expensive and complexmanufacturing plants and auxiliary process plantsthat serve the production of pharmaceutical productsare subject to a wide variety of requirements with re-gard to documented evidence of all implementedmeasures. This is in order to maintain cGMP capabil-ity and to inspect, maintain, or even convert the plantin line with the latest technological developments,with the aim to maintain the required status.

In practice, however, the implementation of thesetheoretical and required measures often proves to bedifficult and complex. As a rule, it is therefore neces-sary that in pharmaceutical process plants the follow-ing recurrent activities be taken into consideration inparticular where their implementation is concerned:

aMaintenance according to DIN 31051 and additional plant-specific standards, as well as according to VDMA 24 186

a Calibration of quality-relevant sensors

a Re-qualification after technical changes (within the scope of change control processes)

a Validation / revalidation measures, recurrent according to schedule as well as unscheduled

a Safety upgrade or cGMP upgrade of plants(plant conversion in accordance with the latesttechnological developments or currently applicable requirements)

a Recurrent inspections in accordance with Ordinance on Industrial Safety and Health (BetrSiVO), the German Equipment and ProductSafety Act and the regulations of the GermanEmployers‘ Liability Insurance Associations

a Technical troubleshooting during regular operation

a Unscheduled (unplanned) repair

a Cleaning and sterilisation procedures

9

This selection is by no means complete but it showsthat due to the number and importance of measures,a well-planned, coordinated and documented ap-proach is absolutely essential. In practice, however,responsibilities for the respective measures are fre-quently assigned to different departments and alsooften lodged and maintained in different databasesystems. In practice, time-optimised implementationof all measures in chronological order is thereforeextremely difficult and not universally implementedmost of the time.

As a consequence, this means high costs, long or frequent downtime periods and possibly even therepetition of certain activities because of incorrectprocedure during implementation or incompletedocumentation.

Likewise, only strict consolidation and central evalua-tion of data will allow an analysis of all measures intheir entirety with regard to costs, time requirementand efficiency.

Determination of the Recurring Measures

All quality-relevant measures should already be in-cluded in the qualification guidelines during the pro-curement process of plants. These include, for exam-ple, maintenance contents and intervals, quality-rel-evant measuring points and their calibration param-eters, routine re-qualification and validation meas-ures as well as the determination of the procedurefor short-term troubleshooting. In this context it is recommendable that all measures be collected inone asset file so that their synchronisation and, in par-ticular, the interactions between measures can be determined. In practical terms this means that withminimal maintenance effort the effort for short-timetroubleshooting is very likely to increase. This leadsto downtime and incurs additional costs on the production side as a result of failure-related plantdowntime.

It is therefore recommendable to determine specificmeasures with the involvement of the relevant de-partments and to define key performance indicatorsfor evaluating the success of measures as well as ofexisting interactions. These measures should be de-scribed clearly in terms of content and tailored to therequirements of plant operation. Measures can beassessed and determined within the scope of a riskassessment or risk analysis and it is certainly alsonecessary to consider the fact that several similarplants can and should be grouped together in orderto avoid quality differences in the process, i.e. thattype-specific standardisation be implemented.

Implementation of Measures during Operation

Once recurring measures have been clearly definedin terms of content, the next step is the distribution oftasks. On this matter, qualified service providers orplant manufacturers should be commissioned (‘out-sourcing’) who are to carry out these often very spe-cific tasks. However, certain measures frequently arecarried out by the in-house production and engineer-ing department (‘insourcing’), which increases the de-mand for coordination. Furthermore, it is an additionalchallenge to organise documentation of all measuresin a standardised, meaningful and appraisable man-ner so that they can be easily assigned, analysed andfiled. In practice, the following basic procedures cantherefore have an improving effect on the process:

aMinimisation of the number of involved unitsor service providers (selective outsourcing)

a Execution of supplier audits and assessment of the level of performance and existing qualifi-cations of the company to be commissioned inthe run-up to commissioning

a Combination of chronological measures(e.g. maintenance, calibration, qualification and validation)

a Use and evaluation of plant log books

a Introduction of standardised and controlleddocuments (protocols) for implementation ofmeasures

10

a Use of only one database or validation system (software)

a Establishment of an electronic filing systemwithin the database software, if possible

a Centrally performed review of all implementedmeasures at yearly intervals, for instance

aMeasurement of effectiveness by using predetermined key performance indicators

a Optimisation of the overall process(control circuit of improvement)

The combination of measures in particular reducesdowntime significantly and consequently also theamount of time scheduled for production outages atthe plant. There is further potential here for cost sav-ings, since cleaning and sterilisation proceduresgenerally must be carried out prior to shutdown. Ofcourse, this also applies to the restart of plants, whichthen often must be accompanied by additional mon-itoring activities.

Evaluation of the Effectiveness of Measures

The evaluation of all implemented activities in a rea-sonable time interval is absolutely essential in orderto determine their effectiveness. Furthermore, thishas to be increasingly documented within audits car-ried out by authorities. In addition, this is not a staticprocess, since the activities determined at the timeof plant start up, such as scope of maintenance, cal-ibration accuracy, revalidation measures etc., alwaysshould be subject to critical scrutiny. Is it necessaryto do more or less?

Answering this question correctly does ultimatelydecide compliance with quality specifications andachievement of targeted commercial objectives.

The prospective definition of key performance indi-cators for the assessment of individual processesmakes an objective evaluation much easier. Particu-larly, interactions should be included in key perform-ance indicators.

The evaluation of technical faults (number of casesand cause) should be compared, for example,against maintenance intervals. Interdependencieswill so soon become transparent and optimisationcan be carried out.

Conclusion and Outlook

Plant downtime for the implementation of recurringmeasures will always be a necessary evil. However, itis up to the departments in charge and responsible forcoordination to contain this evil and to improve thenecessary processes. Primary target figures are always:

a Reduction of plant downtime(higher productivity)

a Ensuring required quality with regard to execution and documentation

a Cost-effective implementation of individualmeasures within an overall consideration(bundling of measures)

a Reproducibility of measures

aMinimisation of the number of commissionedsuppliers (low audit effort and standardiseddocumentation)

Whether goals are achieved can in practice only beverified or measured via objective analysis, which isideally based on key performance indicators.

However, any increase in effort during the run-up pe-riod pays off quickly in practice and often helps tobring together the inevitably different priorities ofthe specialist departments in a constructive mannerand to develop a common understanding.

About the Author

Dipl.-Ing. (FH) PeterMichael Weimar is Headof Competence CenterEngineering and ProductManager at PharmaservGmbH & Co. KG, Marburg.

ContactPharmaserv GmbH & Co. KGDipl.-Ing (FH) Peter Michael WeimarHead of Competence Center EngineeringEmil-von-Behring-Straße 76D-35041 MarburgT: +49 6421 39-4034, F: [email protected] www.pharmaserv.de

11

Industrial sites can perform at a better competitive position through integrated concepts and professional solutions

Right or wrong? Site operators are confronted regularly with onemajor argument: “Sites are causing costs one cannotget a grip on and that do little in the way of contribut-ing to the competitive position of a location.” Wrong!

To the contrary, operation of industrial sites andchemical parks offers great potentials in efficiency-enhancement for companies that produce there. Par-ticularly chemical or pharmaceutical companies orother process industries with special infrastructurerequirements demand a detailed and exact view onthe costs of secondary processes surrounding theproduction process itself. Infraserv, the operator ofthe 4.6 square kilometer Industriepark Höchst, latelyshaped their formula for success into a new product:“Site. Fitness.”, which can help producing companiesto enhance their competitive potential in the marketby reduction of costs and optimisation of processesand infrastructure.

Detection of hidden costs – you can’t manage what you don’t measure!

In manufacturing industries, infrastructure expensesto a high ratio of as much as 90 percent usually are allocated to production costs without being furtherviewed. Such dealing with expenses that directlydebit the costs of goods sold (COGS) can determineprosperity and adversity of a company in the market,especially in testing times like those moulded by thepresent financial crisis and its repercussions. In thisfield, cost transparency is the essential basis for anyfurther optimisation or even outsourcing of processesor infrastructure.

The questions to be asked are quite obvious but inthe fewest cases easy to answer. Amongst them onewill find:

a How can process flows be simplified, bettermanaged or adjusted if necessary?

aWhich synergy effects can be used?aWhat is the average workload of a facility orplant and what are the peak and off-peak values?

aWhere can standardisation gain profit?

Infraserv uses the Six Sigma quality managementmethod as a tool to describe, measure, analyse, im-prove and monitor business processes. Within thelast four years since Six Sigma implementation, Infra-serv reached an overall benefit of up to 43 MillionEuro. Major practicable projects include energy sav-ings in production or in running costs of buildings,pooling of waste and waste water. “Up to 20 percentpotential for savings can be identified within infra-structure and process costs by professional manage-ment and synergy effects!” states Dr. Roland Mohr,managing director at Infraserv Höchst.

“Site. Fitness.”– best-possible cost structures as formula for success

Define

MeasureControl

Improve Analyse

6σ

12

The image below shows a sample calculation forEBIT improvement based on EBIT margin of the com-pany. Assuming that infrastructure costs account fora fifteen percent rate regarding to revenues, 20 per-cent of savings potential in infrastructure costs cansum up to an EBIT rise of up to 75 percent depend-ing on the EBIT margin of the company.

Improvements of process performance – even sideshows raise your power to compete.

Jürgen Vormann, CEO of Infraserv, Frankfurt states,“When companies try to revise their processes inorder to improve their competitive position, theymostly concentrate on their core business. But theperformance also depends on infrastructure andsecondary processes.” Usually, a chemical, biotech-nological or pharmaceutical company lacks detailedknow-how on infrastructure processes. Thus, coop-eration with experts in facility management has to beestablished. In interdisciplinary teams consisting ofthe service provider at one side and the affected rep-resentative experts of the customer on the other,process steps with potential for improvement can bedetermined. Such potential is quantified, for exam-ple, with statistical methods like Six Sigma. On thisobjective basis, promising projects can be identifiedand pushed towards realisation.

In one example at Industriepark Höchst some mate-rial within the process waste of a chemical companycould identified that was suitable for recycling in thelocal biogas plant. In 2007, Infraserv invested 15 mil-lion euro to obtain biogas from sewage sludge andorganic waste from chemical processes. Nowadays,the organic waste determined is used to reduce thedemand on fossil fuels and the emission of CO2 maybe further reduced.

Fast markets need flexible production infrastructure

Markets convert continually and constantly faster –thus increasing pressure on producing companies tomove forward and change. Particularly chemical indus-tries in the current economic crisis have had to facegreat challenges within a very short advance warningtime. Almost all of the companies still struggle to repo-sition themselves under new framework conditions.

Infrastructure issues in a producing chemical, biotech-nological and pharmaceutical company often and especially remain quite unaffected by such reposition-ing processes. Investments are high and long-actingand – as mentioned above – do not take place withinthe core business fields. With respect to rather limitedknow-how, one might ask the question of why a com-pany should build, run and improve those facilities at all. In chemical and industrial parks, these serviceshave been rendered by the operators for years whilethe costs are procured collectively. For the singlecompany, such a “coalition” usually means a major fi-nancial relief. An additional benefit for improvementof the competitive position emerges on the long run:

An operator specialised in management of infrastruc-ture and facilities can react more flexibly and muchfaster to newly emerging challenges. Only a profes-sionally-operating company can provide capacitiesto acquire new partners at the location and thus keepor gain common facilities at an optimal workloadlevel. For the single company, the overhead costs andthe risks of a weaker utilisation of an infrastructure facility are split and a significant part is taken over bythe operator. This reduction of costs creates capaci-ties for a further company development and growth.

About the Author

As director site market-ing, Alois Strott is res -ponsible for managingnews settlements at the Industriepark Höchst.

ContactAlois StrottInfraserv Höchst – Industriepark Höchst, Gebäude D 706, Raum 091D-65926 Frankfurt am MainT: +49 69 305-46300, F: [email protected]

EBIT improvement by 20% reduction of infrastructure costs

EBIT margin of the company

Assumptions:rate of infrastructurecosts regarding torevenueas = 15%

reduction ofinfrastructure andprocess costs bymanagement andsynergy effects = 20%

Source:Infraserv Höchst, 2009(own calculation)

0%

20%

20% 15% 10% 5% 1%

40%

60%

80%

EB

IT-P

lus

13

Germany and Hessen: Stable investments in 2008 and prospering outlook for BiotechIndustries

After a remarkable decrease in the recruitment plans,the global labour market trends within Q4 /2009show a slight change for the better, such as noted inthe quarterly Manpower Employment Outlook Sur-vey (MEOS). In sum, the worldwide run for talents no-ticed in 2007 and early 2008 might recover, as about40 percent of all employers saw remarkable difficul-ties in filling the gaps within their staff with the rightpersons. Focusing on Germany, the overall 28 per-cent increase of investments mainly was fuelled bynew regional headquarters for German or EasternEuropean markets, as well as by industrial demandfor business services and software1. Therefore, find-ing qualified personnel remains a significant factorin location choice and settlement processes. In a sur-vey in the beginning of 2009, nearly 60 percent ofthe Hessian biotechnology companies expected along-term increase of their staff2.

In the future, innovative strength, which is based be-tween the poles of knowledge3 and creativity4, willdecide on the success and failure of a region. Addi-tional to knowledge and creativity, qualified co-work-ers are known to be highly motivated, which in-creases working efficiency and reduces plant down-times because of strikes and the like.

German employees – best-possibly trainedand cost-effective

As mentioned above, Germany is quite popularwithin the European Union in the location of plantsor even (European) headquarters. This occurs quitefrequently in the Frankfurt area of southern Hessen,due to its proximity to leading banks and venturecapitalists. Companies appreciate the high-skilledemployees available in the German market. In addi-tion, Germany’s great advantage is the cost disci-pline: labour costs grew only approximately 2.2 per-cent during the last nine years, regardless of locationin Eastern or Western Germany. This is a clear con-trast to other, lower-cost countries in Europe like Romania or Greece with growth rates of 22 or 7.5percent respectively. Even other well-known partici-pants in the settlement marketing competition suchas Ireland have maintained a labour cost growth ofmore than five percent during the last years.

Combining this long-term cost-efficiency with thevery low plant downtimes in Germany compared tothe average of all industrial nations, a prevalent costhandicap remains in name only. Experts predict thatGermany will be able to compete even on the labourcost level5 if the discipline is maintained through thenext years.

Professionals – how to face a new critical success factor in site management

Germany and the Hessen /Rhine-Main-Area within are quite popular for industrial settlements in comparison with other locations of the European Union. Settling in Hessen means direct access to best-possible trained professionals. Downtimes in production caused by staff on strike are very rare, since highlyskilled employees often also are highly motivated. Due to efficient working safety strategies, the same minimisation applies to downtimes caused by plant failures or personal injuries. Thus ongoing training hasbecome a critical factor in site management – the implementation of a comprehensive approach to gain a locational advantage is described in the following.

1 Ernst & Young,

European attractiveness

survey 2009

2 “Standortstudie

Hessen-Biotech”,

Hessen-Agentur, 2009

3 J. W. Cortada “Rise of

the Knowledge Worker”,

Butterworth Heinemann,

1998

4 R. Florida “The Rise of

the Creative Class”,

Basic Books, 2003

5 IW-Trends 03 /2009,

Institut der deutschen

Wirtschaft Köln, 2009

14

Facing the shortage of skilled workers – local education and training programswithin chemical parks

Already during the development of early chemicalparks, many operators of such sites acknowledgedthe sign of the times and established companiesspecialised in education and training. One of thelargest providers of such services is Provadis GmbH,located at both of the chemical parks of Frankfurt-Höchst and Marburg. Since its foundation in 1997and as a service for about 60 companies, Provadisprovides continuous in-service education for approx-imately 1,500 young professionals and approxi-mately 10,000 participants in training courses. To-gether with different other education and trainingcontractors in the local society “Weiterbildung inHessen e.V.”, Provadis takes effective countermea-sures against the shortage of skilled workers pre-dicted for all industrial nations in the future.

Complete coverage of biotechnology in education and training

In addition to the variety of apprenticeships aiming atan associate degree level such as “biotech lab tech-nician” and special trainings on-the-job for furthertechniques and skills such as courses in “capillaryelectrophoresis” or “preparative separation methods”,Provadis recently established the School of Interna-tional Management and Technology. Biotechnologyis covered by a bachelor’s degree course in biophar-maceutical science. Within several integrated degreeprograms the attendants of the Provadis School caneasily combine studies and job aiming at Bachelorand Master degree level. The School of InternationalManagement and Technology thereby complements

the existing university education opportunities with aspecial focus on practical experience. In the past, par-ticipating students usually passed through an appren-ticeship with subsequent study and graduation.

Projection into future: Livelong learningmaintains innovation potentials

Regardless of the study consulted6: The lifelong job atone place, in one company, with one responsibilityand professional competence represents a dyingbreed. In the future world of employment, educationalhierarchies will fade away giving way to a lifelong, vol-untary and self-motivated pursuit of knowledge called“lifelong learning”. Adult learning unsnaps profession-als from beaten paths. Not only does it increase inno-vation potential – it increases attention to newest find-ings and to their professional implementation in newproducts and services. It raises production failure security as well by enhancement of awareness with regard to a changing job-related environment.

About the Author

Dr. Udo Lemke is CEO ofProvadis GmbH, which isthe biggest provider ineducational and trainingservices in the Rhine-Main area with approxi-mately 10,000 partici-

pants in training courses and 1,500 appren-tices. The courses include bachelor and mas-ter degree courses at Provadis School of International Management and Technology.

Contact

Dr. Udo LemkeProvadis Partner für Bildung und Beratung GmbHIndustriepark Höchst B 845D-65926 Frankfurt am MainT: +49 69 [email protected]

Image 1: Evaluation of

key prosperity factors

among hessian biotech

companies, “Standort-

studie Hessen-Biotech”,

2009

0 0.5 1 1.5–1.5 –1 –0.5

evaluation of critical success factors

degree of significance degree of performance

traffic connections

qualified professionals

quality of research institutes

proximity of research institutes

regional promotion programs

education and training possibilities

accessibility of biotech networks

image of region or location

cooperativeness of research institutes

cooperativeness of public authorities

6 e.g. „Adult Learning:

It is never too late to

learn“ Communication

from the Commission,

EU, 2006

15

Hessen-Biotech: Dr. Gudo, what were the ideasand reasons that led to foundation of MorphistoGmbH in 2005?

Dr. Gudo:A couple of years ago I was involved in es-tablishing a new central histological and morpho-logical laboratory at the Senckenberg Research In-stitute. During that time we had the idea of a com-pany that is based on providing laboratory servicesand own scientific research. From the beginning,additional business fields were added, mainly pro-duction of specialty chemicals like histologicaldyes and fixation solutions. Training courses forstudents, teachers and researchers evolved fromour own teaching background in university and theSenckenberg Research Institute – as well as con-ception services for scientific exhibitions and sup-port in scientific collections. All business fields in-tersect at the knowledge gained in the histologicalor morphological laboratory.

Hessen-Biotech: So during the first years you werelocated in the Senckenberg Research Institute?

Dr. Gudo:We started with one office and one labo-ratory respectively. But due to constant growth ofthe company and increasing personnel during thefirst three years, even a local expansion in officeand laboratory space brought just temporary re-lief. In the end of 2008 we reached the point wherethe Senckenberg Research Institute could not offer

additional workspace we would have needed. Butwe still have a small settlement at the SRI as we arefurther working on special orders of the Sencken-berg institute and museum collections.

Hessen-Biotech: Campus Oberhafen is a quite newsite and many would expect a start-up companyto like Morphisto to settle in a business incuba-tion centre. Which alternatives to relocate didyou consider and how did you get to a decisionin the end?

Dr. Gudo: After thinking about settling in a businessincubation centre, the idea to relocate in a chem-ical park emerged from an interview I read in thenewspaper with a CEO from a greater chemicalcompany. Within that article he offered support forsmall start-ups from the chemical or biologicalfield by letting laboratory or office space at afford-able prices. Based on this information we had aclose look at several locations in Frankfurt andaround, from big industrial parks to the university’sbusiness incubation centre.

Maximum support in settlement projectHistology and morphology start-up relocates to newly-formed Campus Oberhafen

In many aspects, the relocation of Morphisto GmbH to the new-formed Campus Oberhafen biochemicalpark is a premiere: Morphisto was the first start-up to be founded out of the Senckenberg Research Institute in Frankfurt. It is also the first company offering biological services, research and development to be located in the newly founded Campus Oberhafen biochemical park. Hessen-Biotech asked the CEOof Morphisto GmbH, PD Dr. Michael Gudo, for the key success factors that led to the decision of settlingthere.

16

Offers differed with quite a broad range – fromsome 1920s buildings to highly sophisticated up-to-date labs. In the end Campus Oberhafen metour needs perfectly regarding office and labora-tory space, as well as equipment at the best cost-benefit ratio. Another crucial factor came to thefore during the more detailed discussions. SinceMorphisto GmbH actually is the first tenant in thisbuilding, we nearly have unlimited opportunitiesto expand without having to relocate again. Al-ready during refurbishing of our rooms here, wehad the option to pre-reserve lab and office spacefor further expansion. We’re going to use this option in the near future to further expand ourtraining and laboratory services.

Hessen-Biotech: Could you describe the timelineand progress of the movement a bit more detailed?

Dr. Gudo: After we decided to relocate in the end of2008, we inspected Campus Oberhafen in January2009. The agreement was signed in the end ofMarch and the relocation took place at May, 1stthis year. As the laboratory in principle met ourneeds in the best-possible way, we could drawback to the site operator’s offer to refurbish thelaboratories and offices. Additionally, within thevery short time at hand, a completely new purewater system and special exhaust hoods were in-stalled. The possibility to finish such a project insuch a short time, in my opinion, mainly dependson the excellent project management of BEOSwhich is the Campus Oberhafen operator and thecollaboration with GIS Infrasite, a facility manage-ment company also located here at the campus.

Within the project group, BEOS did the projectplanning and cost estimation. Thereafter we de-cided on a cost-benefit analysis, which modifica-tions should be realised and GIS Infrasite ulti-

mately executed the whole rebuilding and refur-bishing. I’m still utterly amazed how fast andsmooth everything went off without a hitch.

Hessen-Biotech: As you outlined, your business isquite prospering. What are your further plans atCampus Oberhafen?

Dr. Gudo:We want to implement a batch productionof dye solutions an so on in the future. In this casewe also can rely on a close collaboration betweenBEOS and GIS Infrasite, which ensures access to abest possible guidance in the field of storage ofhazardous goods as well as logistics of those prod-ucts. Their good contacts and experience in deal-ing with public authorities and regulatory affairswill be very helpful, I assume.

Additionally we are going to offer special trainingin morphological and histological methods. Thosemethods used to be one of the core fields at bio-logical faculties in academia in the past. But asother methods like molecular biology came up,morphology and histology were pushed back abit. In addition, many histological laboratorieswere closed or rebuilt for other purposes. So be-sides training, Morphisto GmbH faces requestsfrom academia and the business world for sublet-ting histological laboratories on a research projectbasis. We thereby provide knowledge and workingspace, the treatment of specimens is actually per-formed by the researchers themselves. This “Renta Lab” concept reflects a bit of the traditional re-search station in the purpose of a Felix AntonDohrn, who set up the first marine research stationin Naples, Italy some 140 years ago.

Hessen-Biotech: Dr. Gudo, we thank you verymuch for your time and this conversation andfurthermore good success!

17

BEOS as the owner of the industrial park CampusOberhafen provides commercial real estate and pro -ject management in developing locations through-out Central Europe. The case of the laboratory andindustrial park Campus Oberhafen differs from otherprojects, since laboratory sites and small chemical,pharmaceutical or biotechnological production re-quire special know-how in dealing with the differentregulatory requirements and public authorities in-volved. BEOS therefore relies on the services of thelocal facility management company GIG interna-tional facility management GmbH (GIG).

A triple-win situation

At Campus Oberhafen and on behalf of BEOS, GIGoperates daily business such as security services andcatering and carries out duties involving repairs, re-furbishing and the like. Furthermore, the facility serv-ice provider acts as operator of laboratory area andadministers GMP-conform production as well as thestocks of hazardous materials. Operations are thestrong suit of GIG, especially with sophisticated, in-terdisciplinary processes. GIG provides solutions forspecial customer needs that require many differentservices. As the third group of participants, publicauthorities benefit from a central contact within theregulatory and monitoring processes.

Dealing with Regulatory Requirements and Public AuthoritiesSaving time and money by concentrating on core businesses

Newly-settling chemical, Pharma or biotech companies face more or less the same challenges in building a new location: regardless of whether they are start-ups on their way to initial settlement, new subsidiaries of foreign enterprises or local companies planning to extend their facilities, they must deal with regulatory requirements and with public authorities monitoring their implementation. Additionally, regulatory affairssuch as planning and building laws, operational approval or safety regulation are usually not the core busi ness of a chemical, pharmaceutical or biotechnological company. In many cases, a site operator is ableto cover those duties as a service. However, also external contractors might be worth a thought.

18

Projects and services realised

One of the German subsidiaries of Aeterna Zentaris,a global biopharmaceutical company, is located atCampus Oberhafen. Being one of the leading com-panies in drug discovery, GMP compliance is essen-tial for the company’s success. With its subsidiary GISInfrasite, GIG provides and maintains cleanroomtechnology and reception and dispatch of hazardousgoods as well as special waste management. Addi-tional mandates cover equipment inspection andtesting as well as warranty tracking for engineeringservices.

In the case of resettlement of Morphisto GmbH toCampus Oberhafen, GIG successfully provided helpin any applicable issues of water pollution and emis-sion control as well as maintenance of industrialhealth and safety standards. At a certain point of pro-gression of the settlement negotiations, specifica-tions of regulatory requirements were discussed withthe customer and the necessary approvals for com-pany operations were fixed in a roadmap. These sub-sequently were obtained. In cooperation with exter-nal partners and local authorities, GIG thereby pre-pared risk assessment as well as explosion preven-tion documents. Currently GIG supports MorphistoGmbH in obtainment of quality management certifi-cations according to DIN-ISO 9001 and CE.

Contact

GIG international facility management GmbHDipl.-Ing. Torsten HannuschWeismüllerstraße 45D-60314 Frankfurt am MainT: +49 69 2648-1800 F: +49 69 [email protected]

doram, istockphoto

Andyd, istockphoto

19

Technology transfer to pilot scale plant

According to the encyclopaedia, ‘basic research’ tra-ditionally is carried out more to increase understand-ing of fundamental principles than to develop tech-nical applications or even to gain commercial bene-fits. Hence, fundamental research usually is inde-pendently funded and publicly administered, usuallyby a governmental research foundation. Privatefunding by industries normally takes place in thecase of transition of a basic research topic into ap-plied research for new products or development ofimproved production processes. At Wolfgang Indus-trial Park, more than 25 researchers and engineersfrom seven universities and the German AerospaceCentre in cooperation with Evonik Industries and theGerman Research Foundation (DFG) tried anothertrack: in a public-private research project, they re-cently accomplished a project in developing a pilotplant for the synthesis of nanoscale particles directlyin a gaseous phase.

The preliminary concept for the gaseous phase re-actor was developed at the Universities of Aachen,Duisburg-Essen, Karlsruhe, Munich and Stuttgart, aswell as at the German Aerospace Centre in Cologne.Since Wolfgang Industrial Park (IPW GmbH) alreadywas in charge of realisation of the project manage-ment, the project group entrusted “IPW ServiceCen-tre Technology”, an on-site engineering subsidiary ofIPW GmbH, with construction of the pilot reactor.“IPW ServiceCentre Technology” specialises in plantconstruction, apparatus engineering, process controltechnique and maintenance.

Local know-how fuels basic researchProcess technology of Evonik at Wolfgang Industrial Park leading in development and set-up of a pilot plant for nanoscale particles.

reactor principle of function:

benefits expected:very fast heating and cooling rates, gasflow streaming and temperature profile, narrow particle size-distribution and low particle aggregation

injector

first nozzle

shock

reaction volume secondnozzle

quenching

precursor supply

watersupply

particle formation & growth

hot gassupply

Development of novel methods and technologies is still carried out usually by individual research groups.Subsequent technology transfer from basic research usually takes place in companies. At Hanau-WolfgangIndustrial park, researchers and engineers joined a public private research project including the site opera-tor’s special service for development and set-up of pilot plants. In the project cooperation between EvonikIndustries and no less than 25 researchers and engineers from different universities and research institutes,the group successfully performed up scaling of a gasdynamically-induced particle synthesis reactor in anunexpectedly short time.

20

Totally new process in synthesis of nanoscaled particles

Within the pilot reactor, a model process for the synthesis of inorganic Metal Oxides particles was developed to production line status. Instead of pro-ducing nanoscale particles by nanogrinding (“topdown-production”) or by chemical synthesis in solid-or liquid-phase plants such as flame reactors or insol-gel-precipitation processes, the new process forthe first time is based on particle synthesis in shockwaves within a supersonic gas flow as energy supplyas well as reaction medium.

Before the project was started in January 2006, theresearchers involved only could investigate partialprocess reactions of particle synthesis. Since the activation of the pilot reactor earlier in 2009, theyhave been able to examine simulations and theoret-ical considerations from beginning to end.

Successful project realisation through competence and team spirit

“We’ve reached the designated target of the projectwithin less than three years”, summarised project supervisor Professor Herbert Olivier from AachenUniversity of Technology. “Now we can synthesiseparticle batches of about three kilograms per hourto investigate further applications of the particles!”The speed of project execution currently has led tomore than twenty publications already in preparation– and the pipeline is well-stocked for project residualterm of another 1,5 years.

The project was financed by the German Researchfoundation with roughly 9 million euros as a public-private research project. Evonik Industries, as oper-ator of the mini-plant, thereby acts at the same levelas the participating research groups. Developmentand construction of the supersonic reactor was to-tally new ground for all partners of the project – par-ticipants drove to the limits of physics and materialscience. Competence and knowledge at the one endand an extraordinary team spirit at the other werethe keys to a success that, as reviewers suggested,may be followed up by another project funding. Theproject gained special interest in nearby drug devel-opment and production facilities.

Due to the efficient project management of the Wolf-gang Industrial Park as site operator and the knowl-edge of its engineering subsidiary staff, the GiP pilotreactor is a lighthouse project for settlement in theproductive environment of an industrial park.

Contact

Dr.-Ing. Manfred DannehlSenior Engineer ParticleTechnologyT: +49 6181 59-3097F: +49 6181 [email protected]

21

Kassel

Marburg

FuldaGießen

FrankfurtHanau

Darmstadt

Wiesbaden

Universities

nauHaaHa au

g

naHaaHa aFFFrankfurttttkfurttttF

Wiesbadenaden HHH

Company Profiles

22

AllessaChemie GmbH,Frankfurt-Fechenheimand Offenbach

AllessaChemie GmbH

U Alt-Fechenheim 34

D-60386 Frankfurt am Main

S +49 69 4109-2349, X -2743

w [email protected]

v www.allessa.com

} Arpad Molnar

Area for chemical and / or biological laboratories

Overall laboratory area (m²)

Laboratory area for rent (m²)

Year of construction / renovation

Minimum size of rentable lab (m²)

Maximum size of lab (m²)

Rent per m²

Additional service charges

Optional: Special services available

Area for chemical and / or biological production

Overall production area (m²)

Production area for rent (m²)

Open space suitable for newly constructed buildings

Overall open space (m²)

Open space available for rent (m²)

Minimum size of parcel (m²)

Maximum size of parcel (m²)

Area for offices

Overall office area (m²)

Office area for rent (m²)


Minimum size of rentable office (m²)

Maximum office size (m²)

Rent per m²



Infrastructure

Next universities

Next research institutes (Fraunhofer, Max-Planck …)

Autobahn /Train station /Airport / Port

Access to special supply or disposal pipelines

10,905 m²

3,345 m²

1970–2000

250 m²

2200 m²

8 to 15 Euro

—

—

63,000 m²

2,000 m²

430,000 m²

30,000 m²

500 m²

26,000 m²

11,130 m²

1,000 m²

1970–2000

200 m²

1,000 m²

5 to10 Euro

—

—

10 km

10 km

5 km / 10 km / 20 km / 1 km

no

23

As a manufacturer of organic intermediates and specialtychemicals for industrial customers, AllessaChemie wasfounded in 2001 as a spin-off from the Swiss Clariantgroup. Besides contract manufacturing, services includedevelopment of synthesis processes from pilot to produc-tion scale (50 kg to 1 ton) with high flexibility through mod-ular system setup.

Infrastructure

AllessaChemie operates the Frankfurt-Fechenheim and Offenbach sites. New investors will benefit from the entireinfrastructure and comprehensive service of a chemicalcompany. Companies located on both sites have direct access to raw materials on site and to the value chain ofproducers. Additionally, Infraserv Logistics GmbH providesa great storage plant for hazardous goods.

Services /Utilities

As operator, AllessaChemie supplies tenants with a rangeof additional services and utilities. Amongst these, in-vestors will find materials logistics, analytical services,safety management and pollution control. An own lab forprocess optimisation is provided in addition to extensiveprocess safety know-how. Furthermore, laboratory re-search and development can performed as well as furthercontract services like analysis for quality management pur-poses.

The operator has a good working relationship with thelocal public authorities and provides IT, human resourcesand central health and service management services. HRservices include a training and further education centre,where mechanical and electrical control and measuringengineering workshops take place. Any training can be realised in line with customers’ needs.

Research & Development

R & D facilities include mobile reactors of up to 1m³ as wellas batch- and semibatch-processes. Different membraneunits from Lab-scale with an active surface of 50cm² to apilot-scale with an active surface of 40m² are provided andare suitable for high-purity operations.

24

Campus Oberhafen,Frankfurt

BEOS GmbH, Büro Frankfurt am Main

U Weismüllerstraße 45


S +49 69 656065-50, X -66

w [email protected], [email protected]

v www.campus-oberhafen.de, www.beos.net

} Heike Henrich, Dr. Philipp Feldmann







Rent per m²











Area for offices






Rent per m²



Infrastructure

Next universities




6,100 m²

3,800 m²

Renovation in progress

500 m² incl. office space

dependent on usage

From 9 Euro net

Service charge payment of 3 Euro plus VAT (19%) for utilities, heating; extra charge for electricity

Facility Management and 24h-Security-Service on site, Canteen

See laboratory space above, modifications possible

See laboratory space above, modifications possible

10,200 m²

10,200 m²

2,200 m²

8,000 m²

22,100 m²

12,900 m²

Renovation in progress

350 m²

Dependent on usage

From 8 Euro net (basic)

Service charge payment of 3 Euro plus VAT (19%) for utilities, heating; extra charge for electricity

Facility Management and 24h-Security-Service on site, Canteen

9 km

6 km

1 km / 7 km / 19 km / 1 km

no

25

Regional features and special benefits

As a traditional site of Frankfurt’s former biochemical in-dustry, the Campus Oberhafen is a well established areaat the Hanauer Landstraße qualified for different types ofuse such as laboratories and offices. Already in the ‘twen-ties, it had been a centre of pharmaceutical research andproduction. Today, the location is a platform for a broadrange of both national and international businesses. No-table tenants include Æterna Zentaris GmbH, Evonik De-gussa GmbH, Adolf Würth, Morphisto GmbH, GIG-FMGmbH and GIS Infrasite GmbH.

Due to its location near the Hanauer Landstraße and Auto-bahn 661, its infrastructure, its safety standards with regardto a 24-hour on-site security service, as well as its optimaltransport connection, it is ideal for different kinds of servicecompanies. Attractive and flexible spaces from 500 m² inthe Campus Oberhafen, reshaped according to prospec-tive tenants’ requirements, are found not only by residentcompanies with a life science background but also by otherservice-orientated firms. More than 10,000 m² of buildingsite provide the Campus with a great deal of room for inspiration and with the potential for new ideas.

The suitable place for biotech and small-scale chemical production

For chemical, biotechnological or pharmaceutical compa-nies, Campus Oberhafen provides a variety of laboratoriesfor synthetic or analytic purposes. A portion of labs areequipped with cleanroom technology and laminar flow.Other labs provide steam sterilizers, lyophylizers, cold stor-age cells or fridges that include function monitoring. Exhaust hoods are also available as storage cabinets forhazardous goods. All laboratories supply air conditioningand are directly combinable with office space. The on-sitefacility management acts as laboratory operator in the regulatory field. All laboratory buildings are connected toa neutralisation plant and a fail-safe energy supply.

26

Kalle-Albert industrialpark, Wiesbaden

InfraServ GmbH & Co. Wiesbaden KG

U Rheingaustraße 190 –196

D-65203 Wiesbaden

S +49 611 962-6770, X -9284

w [email protected]

v www.infraserv-wi.de

} Michael Behling







Rent per m²











Area for offices






Rent per m²



Infrastructure

Next universities




7,000 m²

4,000 m²

ca. 1970

150 m²

500 m² (stock)

from 12.50 Euro

yes

yes

940,000 m²

20,000 m²

40,000 m²

15,000 m²

15,000 m²

15,000 m²

110,000 m²

2,000 m²

1934 –1978

300 m²

700 m²

from 9.50 Euro

yes

yes

4 km

10 km

3 km / 0.7 km / 28 km /Within the park

yes

27

Specialised in mid-sised industries

After more than 140 years industrial history in chemicalproduction at the Kalle-Albert site, the Industrial Park todayhas developed into a modern and performance-orientedchemical site. Located in Wiesbaden at the western edgeof the Frankfurt /Rhine-Main region, Kalle-Albert industrialpark is unique with regard to its core competences and itsoccupancy rates and especially with regard to its mainfocus on mid-sised industrial companies.

The 90 tenants of production, pilot and ready-to-use lab-oratory and office areas cover the whole range betweensmall start-up companies of two persons and producingplants with some 800 co-workers. Businesses includechemical industries as well as biotechnology and compa-nies provide laboratory and IT services and producepharma-active agents, detergents or membranes for waterpurification.

Multiple services …

Since 1997, InfraServ Wiesbaden has been the local oper-ator of all services at Kalle-Albert industrial park which pre-viously was a site merger of two independent companiesand a subsidiary of the former Hoechst AG. Its service is itsstrength, since its is familiar to working for, and with, pro-ducing chemical industry. Among the services of the Infra-Serv Wiesbaden Group in the Kalle-Albert Industrial Park,customers will find power and environmental protection,real estate and security services, personnel and materialsmanagement, IT and SAP consulting by GES SystemhausGmbH as well as engineering and workshops provided bythe subsidiary InfraServ Wiesbaden Technik.

… and common infrastructure available

Common infrastructure is accessible for all users locatedwithin the chemical park, which provides a broad energysupply that includes power, steam, cold and coolingmedia, compressed air and nitrogen as well as a biologicalsewage plant. Forty percent of energy supply is gained byregenerative energy.

Infrastructure is complemented by railroad tracks, an ownport at the Rhine river and proximity to science and re-search institutes in the Rhine-Main area. A further advan-tage is the accessibility to motorways (within three min-utes), the Frankfurt airport (twenty minutes) or long-dis-tance trains (Mainz and Wiesbaden station in ten minutes,Frankfurt station in twenty minutes).

28

Industrial Park Höchst Infraserv GmbH & Co. Höchst KG

U Geb. C 770, Industriepark Höchst


S +49 69 305-7952, X -80025

w [email protected]

v www.infraserv.com

} Michael Müller







Rent per m²











Area for offices






Rent per m²



Infrastructure

Next universities




no entry

3,000 m²

various

100 m²

3,000 m²

negotiable

typical for industrial park

yes

4,600,000 m²

500,000 m²

4,600,000 m²

500,000 m²

1,000 m²

100,000 m²

no entry

3,000 m²

variable

30 m²

2,500 m²

negotiable

typical for industrial park

yes

5 km

5 km

1 km / own station / 3 km /Within the park

Pipeline network within park with all typical utilities

29

The site in the centre of Europe

Höchst industrial park is an innovative chemical and phar-maceutical site in Europe’s heartland. The site, with itshighly evolved infrastructure, is an ideal environment forresearch and manufacturing companies. Its attractivenessis enhanced by its perfect access to international transitroutes and its proximity to key supplier, sales and financialmarkets. Another benefit is the dense regional network ofworld-class research institutes and universities. More than90 companies with approximately 22,000 employees havefound the perfect home for their business in a park meas-uring more than four square kilometres. From internationalcorporations to creative service providers, the companiesin the Höchst flourish in this strong business and scienceenvironment.

From tradition to modernity

The Höchst industrial park was built on the foundations ofthe Hoechst AG parent plant. Infraserv GmbH & Co. HöchstKG was established in 1998, when Hoechst AG’s individualoperations were transferred to independent companies.Its expansion shows no signs of stopping: 4.3 billion euroswere invested in the Park since 2000. This shows thatHöchst industrial park is an attractive site for companies inthe chemicals, pharmaceuticals and process industries.Fifty hectares of fully pre-developed land remain availablefor new facilities.

Infraserv Höchst: Site operator in Frankfurt-Höchst

Infraserv GmbH & Co. Höchst KG operates the Indus-triepark Höchst. With its proven know-how and maximumreliability, Infraserv enables its customers to focus on theircore business. This boosts their bottom line dramatically.As a leading site operator, the company offers its cus-tomers everything they need to make their business suc-cessful: services and resources include fitting laboratories,educated personnel and staff health services as well as theprovision extensive logistics services and waste disposal.

30

Industrial ParkGriesheim, Frankfurt

Infrasite Griesheim GmbH

U Stroofstraße 27


S +49 69 3800-2100, X -2022

w [email protected]

v www.infrasite-griesheim.com

} Rainer Gutweiler







Rent per m²











Area for offices






Rent per m²



Infrastructure

Next universities




ca. 2,200 m²

130 m²

Various, area for rent: 1985

21 m²

70 m²

18 Euro /m²

none

no entry

300,000 m²

1,000 m²

65,000 m²

30,000 m²

1,000 m²

15,000 m²

2,600 m²

250 m²

Various, area for rent: 2001

25 m²

56 m²

16,50 Euro /m²

no entry

Canteen at site

10 km

10 km

3 km / 2 km / 9 km /Within the park

Nitrogen, Hydrogen, Natural Gas

31

Quality at a Fair Price

One-and-a-half centuries of production, research and development in the chemical and related industries – thisis the shortest way to describe the Griesheim site. Today,more than 30 companies from different chemical fields arelocated at the industrial park and emploly some 1,400 per-sons. The location in the centre of the Frankfurt / Rhine-Main Region assures companies access to an entire pack-age of possibilities and advantages. WeylChem, Allessa-Chemie or Bilfinger Berger Industrial Services are widelyknown as prominent companies at the site.

Different zones for different applications

Due to its direct connection to the Main river and to variousresidential and industrial areas surrounding the industrialpark, three major zones are separated within the site:

aWithin the core zone of the industrial park, chemical and related industrial activities take place.Access control to this zone is secured by the operator’s security services.

a The western part of the park acts as an open zone for office buildings and storehouses.

a The east zone houses an open commercial area forpurposes of industries, crafts and services.

a Last but not least, the northern part of the industrialpark provides a parking lot for local staff as well as‘Park & Ride’ facilities including a shuttle service toFrankfurt airport.

Full service included

Griesheim industrial park provides all necessary servicesfor the installation of plants for industrial processes andproduction, for which stringent safety standards are oblig-atory. Additional buildings and open spaces include office,warehousing and other purposes. Site services includewaste management, security services, supply of com-pressed air, nitrogen and water, constructional engineer-ing, social facilities and medical services as well as IT-Ser-vices and networks.

Since September 2009, Griesheim industrial park is run byInfrasite Griesheim, a subsidiary of Infraserv, the nearbyoperator of Industriepark Höchst.

32

Wolfgang Industrial Park, Hanau

Industriepark Wolfgang

U Rodenbacher Chaussee 4

D-63457 Hanau (Wolfgang)

S +49 6181 59-04, X -3030

w [email protected]

v www.ipw-rheinmain.de

} Dr. Christoph Broßmer







Rent per m²











Area for offices






Rent per m²



Infrastructure

Next universities




13,846 m²

741 m²

2000 – 2006

50 m²

100 m²

no entry

no entry

no entry

24,000 m²

1,000 m²

49,700 m²

1,800 m²

as needed

34,000 m²

49,700 m²

on request

1985 – 2009

15 m²

30 m²

no entry

no entry

no entry

22 km

10 km

2 km / 4 km / 35 km / 5 km

no entry

33

Wolfgang Industrial Park is an innovative research hub andproduction centre for materials technology, specialtychemicals and pharmaceuticals. About 4,500 employeesat the industrial park mainly work in production and R&Dof future-oriented areas such as photovoltaics, fuel cellsand the synthesis of active pharmaceutical ingredients forthe treatment of diabetes and AIDS.

A competent partner for customers

As site operator, Industriepark Wolfgang (IPW) GmbH pro-vides “Services for Innovation” for companies located atthe Wolfgang site as well as for external customers. As aone-stop shop, IPW GmbH saves customers the time-con-suming and expensive work involved in coordinating serv-ices sourced from a variety of different suppliers. To sup-port its customers’ business activities, IPW GmbH providesa range of services tailored to the needs of R&D and pilotproduction.

Production infrastructure and additional services

IPW GmbH is also a reliable partner for the provision of infrastructure for production facilities at the industrial park.Low-cost, on-site utilities are a key factor in the success ofthis site. IPW GmbH therefore operates facilities to gener-ate steam for industrial purposes and heat by using a mix-ture of natural gas, heating oil and lignite dust. It recentlystarted up a new steam generator fuelled by lignite dust.This closed system has over 90 percent efficiency and isbased on an almost completely new technology for indus-trial boilers rated less than 20 MW. This makes IPW a pio-neer within the Evonik Group in the operation of facilitiesof this type, underscoring its commitment to innovativetechnologies.

The Technology Service Centre is a valued partner forprocess technology and equipment that help translateideas into products. Staff at this Service Centre design andbuild the necessary technical appliances – from miniplantsthrough pilot facilities to special installations – in close cooperation with customers at the industrial park and beyond. In addition, the Technology Service Centre has avalidated testing and calibration laboratory. The range oftechnical and scientific support services offered by IPWGmbH are unique in the Rhine-Main region and includeglass blowing, a scientific library, a high-pressure pilotplant and a pool of trained R&D staff.

34

Behringwerke Marburg

Pharmaserv GmbH & Co. KG

U Emil-von-Behring-Straße 76

D-35014 Marburg

S +49 6421 39-0, X -6300

w [email protected]

v www.pharmaserv.de

} Andreas Wilhelm Neuhaus







Rent per m²











Area for offices






Rent per m²



Infrastructure

Next universities




20,000 m²

3,650 m²

1960 – 2009

not restricted

not restricted

dependent on size, equipment, duration and investments needed

dependent on building and individual needs

logistics, technical services e.g.

47,000 m²

8,100 m²

800 m²

not available at the moment

50 m²

215 m²

42,200 m²

3,295 m²

1960 – 2009

20 m²

50 m²

dependent on size, equipment, duration and investments needed

dependent on building and individual needs

logistics, technical services e.g.

2,5 km (Univ. Marburg), 40 km (Univ. Gießen, Univ. of Appl. Sci. Gießen-Friedberg)

3 km (Robert-Koch-Institute Marburg)

3 km / 3 km / 100 km / no entry

no entry

35

Creating value for Biotech

“Time to market” dominates the global life science busi-ness, and requires close interactions between the pharma-ceutical, chemical and biotechnological industries. Theideal environment for a company therefore that providesquick and easy access to business partners and auxiliaryservices. Reduced administrative tasks and time- and cost-efficient operations offer even smaller companies theirown production.

The industrial park Behringwerke Marburg covers all theseissues on the spot. With approximately 4,000 employeesin 21 companies, it is more a biotech centre than a classical“chemical park”. The location is attractive for pharmaceuti-cal, medical, bio- and nanotechnology enterprises, whichcan manage the complete biotech value chain from re-search and development to biomanufacturing and regis-tration of pharmaceuticals. The park offers vital access toindustry networks as well as a close link to scientific re-search at the local University and regional research centres.Commonly known park tenants include globally activePharma producers as well as many smaller companies asscience and business partners.

Pharmaserv provides the platform for success

The site operator Pharmaserv GmbH specialises in supportfor biotechnology and pharmaceutical production. Bycomplete management of 115 rental units including allhousing and facility services, Pharmaserv creates a worry-free environment that enables companies to concentrateon their main business. Additionally, Pharmaserv providesbroad range of standard and custom-tailored services inalmost all areas of site management – from technology tohealth services. Long standing experience and specificpharmaceutical expertise ensure that all services meet thehighest quality demands of GMP- and FDA-relevant regu-lations.

Rooted in tradition, primed for the future

A century after its foundation, the industrial park Behring-werke in Marburg belongs to one of the most powerfulbiotechnology locations worldwide. Continuing its tradi-tion as a successful biopharmaceutical location, there isstill room for growth: 7 ha free space can be occupied bynew tenants. The site provides the ideal environment forsuccessful and competitive life science companies.

Volume 1 FörderoptionenFür technologie-orientierte Unternehmen in Hessen

Volume 2 Werkzeuge der NaturWeiße Biotechnologie in Hessen

Volume 3 Gateway to Biomanufacturing in Europe A practical Guide to Sites and Servicesfor GMP-Production – Quality Manage-ment – Contract Manufacturing

Volume 4 Hessen – Your Gateway to the DiagnosticsMarket in Europe – A practical Guide to Services and Technology for theDiagnostic Industry

Volume 5 Medizintechnik in Hessen – Strukturen und PotenzialeErgebnisse einer Unternehmens -befragung

Volume 6 Competence Atlas Hessen-Biotech 2009The Spectrum of Biotechnology Companies in Hessen

Volume 7 Hessen – das Tor zum europäischen DiagnostikmarktWegweiser für Dienstleistungen und Technologien in der hessischen In-vitro-Diagnostik-Industrie

Volume 8 Gateway to Contract Research in Europe A practical Guide to Sites and Services.Second edition

Volume 9 Biotechnology in HessenBiotech in Hessen – Facts & Figures

PU

BLI

CA

TIO

N S

ER

IES

Informationen /Download /Bestellungen:www.hessen-biotech.de/veroeffentlichungen

Hessisches Ministerium für Wirtschaft,Verkehr und Landesentwicklung

Förderoptionenfür technologieorientierte Unternehmen in Hessen

www.hessen-umwelttech.de

BiotechnologieChemie · PharmaMedizintechnik

InformationstechnologieTelekommunikation · InternetSoftware · Mobile-Business

UmwelttechnologieEnergietechnologie

Nano- und MaterialtechnologieOberflächentechnologie · Optische TechnologieMikrosystemtechnologie

www.hessen-it.de

www.hessen-nanotech.de


Hessisches Ministerium für Wirtschaft, Verkehr und Landesentwicklung

Werkzeuge der NaturWeiße Biotechnologie in Hessen

ww

w.h

esse

n-b

iote

ch.d

e

Hessian Ministry of Economics, Transport,Urban and Regional Development

Hessen: Gateway to Biomanufacturing in Europe

ww

w.h

esse

n-b

iote

ch.d

e

A Practical Guide to Sites and Services for GMP-Production – Quality Management – Contract Manufacturing

Hessian Ministry of Economics, Transport, Urban and Regional Development

Hessen – Your Gateway to the Diagnostics Market in Europe

A Practical Guide to Services and Technology for the Diagnostic Industry


Hessisches Ministerium für Wirtschaft,Verkehr und Landesentwicklung

Medizintechnik in Hessen –Strukturen und Potenziale

ww

w.h

esse

n-b

iote

ch.d

e

Ergebnisse einer Unternehmensbefragung

essehwww

monocEfoMnaisseH

edhcetoibne

abrU,tropsnarT,scimy rtsini

eDlanoigeRdnana

tnempolev

sseH

mCo

esseh.www

etioB-nesecnetepm

ed.hcetoib-ne

hce

saltAAt

tcepSehT

olonhcetoiBfomur

HniseinapmoCyg

9002nesse

‘

nesseH

hcetoiB

Hessisches Ministerium fürWirtschaft, Verkehr und Landesentwicklung

Hessen – das Tor zumeuropäischen Diagnostikmarkt

Wegweiser für Dienstleistungen und Technologien in der hessischen In-vitro-Diagnostik-Industrie


Hessian Ministry of Economics, Transport,

Urban and Regional Development


Hessen – Gateway to Contract Research in EuropeA practical Guide to Sites and Services, second edition

Hessisches Ministerium für Wirtschaft, Verkehr und Landesentwicklung


6 14

6

34 31 23

60 55

71

0

10

20

30

40

50

60

70

80

kurzfristigshort-term

mittelfristigmid-term

langfristiglong-term

Erwartung JahresumsatzExpectation: Annual Revenue

%

2 10

6

60 55

35 38 35

59

0

10

20

30

40

50

60

70

80

Erwartung MitarbeiterzahlExpectation: Employee Figures




%

12 16

6

40 39

27

48 45

67

0

10

20

30

40

50

60

70

80




Erwartung Ertrag (EBIT)Expectation: Earnings (EBIT)

%

0 5 4

72 66

36 28 29

60

0

10

20

30

40

50

60

70

80




Erwartung Mitarbeiterzahl in F&EExpectation: Employee Figures in R & D

%

Biotech in Hessen Daten und Fakten / Facts and Figures

Bio

tech

Hes

sen

36

www.hessen-biotech.deBiotechHessen

Chemical Parks in Hessen - Technologieland Hessen · Hessen –Hessen has also been known as the...

Documents

Transcript of Chemical Parks in Hessen - Technologieland Hessen · Hessen –Hessen has also been known as the...